人力资源管理外教课

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  案例：Employee orientation at Influence

   

  
  In the volatile world of E-business, speedy and effective orientation of new employees is crucial. Influence, a technology solutions provider, recently started FUSION, an intensive two-day orientation workshop for new employees at the company’s St. Louis headquarters. Not only does this orientation program give new employees-called associates-basic information on such things as phones and the E-mail system, it also is intended to orient them quickly to the company’s culture, including its informally written handbook. In each FUSION workshop, an average of 10 new associates start by meeting the company’s leaders, including Craig Kaminer, the president and CEO. The next two days are filed with presentations on the history and values of the company, teamwork challenges, personally evaluations, and opportunities to meet new colleagues. New hires are also matched up with buddies for their first few weeks on the job. Although Influence had to make a major financial commitment to FUSION, the company feels that the program has saved time and effort in the long run. Carol Sacks, vice president of leadership and development, says:’ whether someone is employee number 50 or number 100, we want them to feel the same sense of culture and excitement about the company. We also want to enable our associates to be productive right away. If you don’t orient people, they’re not going to produce breakthrough work.’ 

  Discussion:
       do you think orienting people is important in the organizations? Why?

  
  案例：Hire me, hire my husband

  
  Peter Gettings, director of human resources for XYZ Company’s research and development laboratories, was relating a success from his State University recruiting trip to Derek Hills, XYZ’s manager of computer operations.
  “Derek,” Gettings said excitedly, “you know how you’ve had me looking for engineers who could add technical strength to your operation? Well, I’ve found one—a senior at State University and a straight-A student, with lots of ambition, interested in computers for what they can do in applications, and anxious to work in industry. I’m bringing her in for an interview—I’m sure you’ll want to hire her, and I’m positive we can.”
  “But,” Getting continued, “that’s the good news. The back news is that she’s married and she and her husband want to work for the same company. Her husband is a marketing major and a jock. He played four years of basketball for State but is not nearly good enough to consider a pro career. I met him; he’s got lots of personality and a C-grade average. I don’t see any particular talent in him, and I think our marketing people will turn him down flat. But if we want her, we’ve got to find him a job!”
  Sally Finch and her husband, Mike, were brought in for interviews with exactly the results Pete Gettings had predicted. Everybody was impressed with Sally, for she had prepared well for the interview and was able to point out some unexploited applications of computers at XYZ. Her suggestions about product performance simulation were particularly thought provoking and impressive.
  Her husband, on the other hand, did very poorly in his interview. Mike could discuss his basketball prowess, but little else. His earring and ponytail hairstyle did not fit the conservative atmosphere of XYZ either.
  The interviews resulted in a very attractive offer to Sally and a rejection for Mike. Sally’s response was a blunt retort that she and Mike would continue to look for opportunities to work for the same company. XYZ wanted to employ Sally so badly that it made a diligent search of local employment possibilities for her husband, thinking this might be a good alternative to employing both of them at XYZ. A small telemarketing firm finally exhibited some interest in employing Mike, and because of the excellent offer that XYZ had made to Sally, the pair decided to accept both offers.
  Sally subsequently proved to be a valuable asset to XYZ’s R&D computer operations, and her work resulted in some excellent product development progress for the company. Derek was pleased and continued to pay for her additional training.
  Sally received two promotions during her first two years at XYZ. Occasionally Derek asked about her husband, and Sally’s only response was that he was doing OK and they were considering buying a home. This was good news because XYZ felt that Sally was definitely an employee they wanted to keep.
  As time went on, Derek saw Mike several times at departmental social functions and noted that he had matured and become a very self-assured individual. In conversations with him, Derek observed that Mike seemed to have all the characteristics of a successful young businessman. Derek, in fact, wondered to himself if XYZ had made a mistake in not hiring him
  Derek was surprised and ill prepared one morning when Sally walked into his office and told him she was resigning.
  “What’s the problem?” Derek asked.
  “My husband has done very well in the telemarketing business and has been offered a promotion and transfer to the West Coast. His company has asked him to open and manage a new branch operation there. I’m certain I’ll be able to find employment in our new location, and we think this is the chance of a lifetime for Mike. I’m sorry to leave XYZ, but really see no other choice. I’m willing to stay a month or so to help train a replacement if you can find one quickly. Of course, if XYZ could come up with a job for Mike equivalent to the one he’s been offered on the Coast, we could stay here.”

  Discussion:
       what do you think the dual-worker phenomenon would influence the organizations in the perspective of staff career management?